Form cover

Page 1 of 4

The People Firefighting Scorecard

A quick check for small businesses and charities who want fewer people headaches, stronger teams and less “why is this happening again?” energy.

For each statement, score yourself from 1 to 5:

1 = Not really / rarely true
2 = Occasionally true
3 = Sometimes true
4 = Often true
5 = Very true / definitely us

Be honest. Nobody’s watching. And this is not a test you pass or fail.

It’s just a way to see what might be causing the people stuff to feel harder than it needs to.

Section 1: Conversations being avoided

This section looks at whether problems are growing because the right conversations aren’t happening early enough.

1. We sometimes avoid difficult conversations because we don’t want to upset people.

*

1. We sometimes avoid difficult conversations because we don’t want to upset people.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

2. Issues are often discussed around people before they’re discussed with them.

*

2. Issues are often discussed around people before they’re discussed with them.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

3. Managers delay giving feedback until a problem has already become frustrating.

*

3. Managers delay giving feedback until a problem has already become frustrating.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

4. We sometimes hope people will “just get the message” without needing a direct conversation.

*

4. We sometimes hope people will “just get the message” without needing a direct conversation.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

5. There are things we all know are a problem, but nobody has properly addressed them yet.

*

5. There are things we all know are a problem, but nobody has properly addressed them yet.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

Section 2: Expectations not being clear

This section looks at whether people know what good actually looks like in their role, behaviour and communication.

1. People are not always clear on what is expected of them.

*

1. People are not always clear on what is expected of them.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

2. Standards are assumed rather than properly explained.

*

2. Standards are assumed rather than properly explained.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

3. Different managers or leaders have different ideas of what “good” looks like.

*

3. Different managers or leaders have different ideas of what “good” looks like.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

4. People sometimes say they “didn’t know” or “weren’t told” when things go wrong.

*

4. People sometimes say they “didn’t know” or “weren’t told” when things go wrong.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

5. We don’t always set clear expectations early enough with new starters, managers or team members.

*

5. We don’t always set clear expectations early enough with new starters, managers or team members.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

Section 3: Behaviour being tolerated

This section looks at whether poor behaviour, low standards or awkward team dynamics are being allowed to continue for too long.

1. There are behaviours in the team that we tolerate even though they affect others.

*

1. There are behaviours in the team that we tolerate even though they affect others.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

2. Some people get away with things that others wouldn’t.

*

2. Some people get away with things that others wouldn’t.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

3. We sometimes avoid challenging behaviour because the person is difficult, emotional, valuable or long-serving.

*

3. We sometimes avoid challenging behaviour because the person is difficult, emotional, valuable or long-serving.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

4. Team members notice when issues aren’t dealt with.

*

4. Team members notice when issues aren’t dealt with.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

5. We know some behaviours are damaging the culture, but they haven’t been properly tackled.

*

5. We know some behaviours are damaging the culture, but they haven’t been properly tackled.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

Section 4: Managers lacking confidence

This section looks at whether managers have the confidence, tools and support to deal with people issues well.

1. Managers are not always sure what they can and can’t say.

*

1. Managers are not always sure what they can and can’t say.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

2. Managers worry about saying the wrong thing or making a situation worse.

*

2. Managers worry about saying the wrong thing or making a situation worse.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

3. People issues are often escalated upwards because managers don’t feel confident handling them.

*

3. People issues are often escalated upwards because managers don’t feel confident handling them.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

4. Managers would benefit from more structure, scripts or support for tricky conversations.

*

4. Managers would benefit from more structure, scripts or support for tricky conversations.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

5. We rely on individual judgement rather than giving managers a clear way to handle people issues.

*

5. We rely on individual judgement rather than giving managers a clear way to handle people issues.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

Section 5: Policies existing but not being used well

This section looks at whether your policies are actually helping you make good decisions or just sitting in a folder looking official.

1. We have policies, but they aren’t always easy to use in real situations.

*

1. We have policies, but they aren’t always easy to use in real situations.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

2. Managers don’t always know which policy applies or what process to follow.

*

2. Managers don’t always know which policy applies or what process to follow.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

3. Policies feel more like compliance documents than useful guides.

*

3. Policies feel more like compliance documents than useful guides.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

4. We sometimes deal with people issues based on instinct rather than referring to the process.

*

4. We sometimes deal with people issues based on instinct rather than referring to the process.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

5. Our policies don’t always reflect how we actually want to lead and manage people.

*

5. Our policies don’t always reflect how we actually want to lead and manage people.

1

2

3

4

5

Not really / rarely trueVery true / definitely us!

Your final score is